Half of APAC marketing executives responding to an Accenture Interactive survey said the past year had “completely exhausted” their employees, and in Singapore that figure jumps to 72%.
Accenture’s The Great Marketing Declutter report is based on a survey of more than 1,000 marketing executives worldwide, including 200 in Asia Pacific.
According to the report, 60% of APAC respondents belong to a group the report’s authors dubbed “Strivers.” These are marketing teams that have some autonomy to respond to customer needs, but have limited insight into customer changes. A fifth (21%) of respondents are simply “survivors,” defined as those who are burnt out and out of step with the pulse of customer change. Members of the latter group assume that the changes among consumers are only temporary, the report notes.
The remaining 19% of marketers in APAC are Thrivers, and the report delves into what separates this group from the rest.
Overall, 17% of respondents fall into the Thrivers category, while 66% are Strivers and 17% are Survivors.
Across Thrivers Group, the vast majority in Asia Pacific (87%) say their marketers have been “stimulated” by the need to respond to the rapidly changing motivations of their customers, and 38% say their marketing organization is much stronger today than last year because it was pushed to think differently about marketing.
The report’s authors cite five ways Thrivers band members stand out:
They are more in contact with consumers. Only about half of Asia-Pacific marketers use social listening technologies and strategies (56%) or surveys (51%) to better understand their customers’ needs and values. This figure is 74% among the Thrivers group.
They know that delivering a differentiated customer experience requires collaboration across various functions, including product development, commerce, sales, service, and marketing. APAC Thrivers are 17% more likely than Survivors to say their input is considered very critical to key business decisions around customer experience.
They are almost twice as likely as Survivors (100% vs. 51%) to have increased their investments in scale and speed to deliver messages, content and experiences tailored to the real-time needs of customers .
They focus on automating processes: 9 in 10 have “industrialized” marketing operations to deal with complexity, compared to 62% of Survivors. They are also not averse to abandoning tasks.
They own their brand lens. Thrivers are nearly five times more likely than Survivors to see shifts in customer values fueled by the pandemic as an opportunity to rethink the role of marketing and reimagine their brand purpose, the report says.
“Globally and regionally, marketers who have thrived despite disruption have been able to seize this unprecedented reality to redefine what they do, how they do it, and the overall role of marketing in business,” said Thomas Mouritzen, Accenture Interactive. leader for Southeast Asia. “By uniting their colleagues around a common brand ambition and purpose – from leaders to the most junior employees – and connecting with customers through empathy and authenticity, these Thrivers are laying the foundation for relationships. that can persist even if customer preferences change.”